Circumventing the Glass Ceiling: Women Executives in American State Governments

Bullard, Angela M.; Wright, Deil S.

doi:10.2307/3110123

Cited by 91 publications

(116 citation statements)

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“…Women employees have to face "Gender Segregation" in their career development, which is described as a "glass ceiling" vividly or "horizontal sex segregation" (Anker, 2004). Low-level education is often considered as one of the main obstacles for the promotion of women (Bullard, Wright's, 1993;Schruijer, 2006).…”

Section: Discussionmentioning

confidence: 99%

Assessing Factors that Prevent Female Students from Studying Hotel Management: A Case Study of the University of Jordan (Aqaba Branch)

Jawabreh

Alaqrarah²,

Hrerat³

et al. 2017

jmr

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The participation of women in the hospitality industry is crucial. This research is conducted to explore factors that prevent female students from studying hotel management as a major at the Faculty of Tourism and Hospitality in the University of Jordan, located in Jordan. These factors include the financial aspects, cultural and social standpoints, religious perspective, and geographical reason. A total of 200 questionnaires containing 24 items was used to collect information from bachelor students at the University of Jordan-Aqaba. Results of the current study revealed that all the above barriers are applied to high levels in which the range of the mean score is 3.49-3.82. This study shall provide important feedback to decision-makers to encourage the female students further in studying hotel management degree specifically in Aqaba city.

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Section: Discussionmentioning

confidence: 99%

Assessing Factors that Prevent Female Students from Studying Hotel Management: A Case Study of the University of Jordan (Aqaba Branch)

Jawabreh

Alaqrarah²,

Hrerat³

et al. 2017

jmr

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“…[72][73][74] Some scholars argue that there still are a lot of organizational obstacles and that there is a long way to go before women will be treated on an equal basis in male dominant workplaces. [75][76][77][78][79][80][81][82] Meanwhile, Rusaw [83] argues that to develop women's leadership and enhance the credibility of women managers in male dominant organization, it is critical for an organization to take action. Kim [84][85] also points out the importance of executive leadership in the field of diversity management and family benefit policies and that gender equality has been associated with organizational performance.…”

Section: Commitment To Gender-related Policy and Commitment To Organimentioning

confidence: 99%

Commitment to Gender Policy, Commitment to Organization and Innovative Behavior: Some Unexpected Linkages in Korea

Cho

Lee

2007

International Journal of Public Administration

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This study focuses on employee commitment among public employees working in five ministries in the Korean central government where the office of women was established to secure balanced perspectives in gender equality issues. While arguing employee commitment has multiple constructs, this study seeks to identify commitment to gender policy, which is distinct from commitment to organization. Using a total of 186 surveys, this study explores how commitment to gender policy can increase the levels of commitment to organization and innovative behavior among public employees. This study introduces direct experience of coping with gender-related issues as a control variable and finds some unexpected results that are contrary to our common understanding.

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“…Growing demands, unfunded mandates, and other factors have prompted states to improve their administrative capacities. The states have increased the number of state agencies and programs, raised the number of employees to nearly five million, sought increased federal funds (in a time when federal sources are limited), and become "laboratories of democracy" with innovative programs and an increasingly qualified and representative state workforce (Osborne 1988;Bullard and Wright 1993;Nice 1994;Bowling andWright 1998a, 1998b).…”

Section: The Typology Of Aspirations: a Continuum Of Governmental Gromentioning

confidence: 99%

Establishing a Continuum from Minimizing to Maximizing Bureaucrats: State Agency Head Preferences for Governmental Expansion—A Typology of Administrator Growth Postures, 1964–98

Bowling¹,

Cho²,

Wright³

2004

Public Administration Review

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Scholars have long suspected the blanket description of bureaucrats as "budget maximizers" is simplistic and inaccurate. This article provides empirical grounds for questioning that description and enhances our understanding of bureaucratic fiscal preferences. Bureaucratic preferences for expansion are distributed along a continuum. A typology of agency heads' expansion preferences is developed and related to Downs's typology of bureaucrats. Data from eight surveys of state agency heads (1964-98) enable us to trace administrators' preferences for expansion over four decades. These preferences vary substantially in any single survey year and reflect trends across these years. Notably, a substantial proportion of agency heads opted for no expansion in their own agency's programs and expenditures or in the state's overall budget. This typology challenges conventional conceptions of bureaucrats' maximizing preferences, advances alternative interpretations about budget minimizing, and fills an important gap in budget and bureaucracy theory.In few arenas of public administration are the conflicts, contentions, and competition more intense, subtle, and complex than in the arena of budgeting. Kettl (2003, 171) asserts that "budgeting is the nerve center of the political universe-and it can often seem that this center is in chaos." For the better part of the last four decades, budgets, budgeting, and budget theory have been pivot points in this chaos, around which reform, responsibility, accountability, performance, evaluations, and control have revolved.In this article, we describe the variety, variations, and distributions of budgetary preferences. We contend that a better understanding of budgeting behavior is possible if we can better grasp the preferences (goals) that promote actions. Budgetary preferences are relevant and significant variables in the budget process. By describing the diverse Cynthia J. Bowling is an assistant professor of political science at Auburn University. Her research focuses on public administrators, bureaucracy, and policy within the broader state and local government context. She is currently involved in research to identify and explain patterns of female representation in state agency head positions over the last four decades.

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Circumventing the Glass Ceiling: Women Executives in American State Governments

Cited by 91 publications

References 0 publications

Assessing Factors that Prevent Female Students from Studying Hotel Management: A Case Study of the University of Jordan (Aqaba Branch)

Assessing Factors that Prevent Female Students from Studying Hotel Management: A Case Study of the University of Jordan (Aqaba Branch)

Commitment to Gender Policy, Commitment to Organization and Innovative Behavior: Some Unexpected Linkages in Korea

Establishing a Continuum from Minimizing to Maximizing Bureaucrats: State Agency Head Preferences for Governmental Expansion—A Typology of Administrator Growth Postures, 1964–98

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